MICHAEL DEMPSEY - Cranfield University

their unions as involving leadership predominance,
membership participation or some other
formulation, most notably ‘partnership.’
o Systems relating to moral rules, particularly trade
union principles
Modalities are then extrapolated and the case studies go on
to look at actions Although distinctions are made between
‘meaningful’ actions and ‘legitimate’ actions, the model
makes it clear that actions are influenced by both ‘meanings’
and ‘norms’.
• ACTIONS
o Deploying resources
o ‘Meaningful’ managerial actions, three of which
equate to the categories identified by Mintzberg
(1994)
merger management
managing by information
managing through people
• performance management
• staff development
• teams
managing action
o ‘Legitimate’ managerial actions
Stakeholder management
o Modes of management (management styles)
The diagram at the end of each case study follows this framework in
summarising the findings in respect of each union. It is designed as
follows.
Systems related to
distribution of
resources
Systems related to
cognitive rules
76
Systems related to
moral rules
Resources ‘Meanings’ ‘Norms’
Deploying resources ‘Meaningful’
‘Legitimate’
managerial actions managerial actions
Management style